【摘要】：在我國石化行業(yè)中,國有企業(yè)一直處于壟斷地位,民營石化企業(yè)一直處于弱勢地位。如何使得公司高效運轉(zhuǎn)并能夠在與中石油、中石化等大型國有企業(yè)競爭中快速發(fā)展壯大,成為當(dāng)前新海石化等民營石化公司首要考慮的問題。而建立一套符合現(xiàn)代企業(yè)管理制度的績效考核體系是解決當(dāng)前問題的關(guān)鍵。新海石化公司在歷年的發(fā)展中逐漸形成了績效考核的理念。傳統(tǒng)的績效考核在促進(jìn)新海石化公司快速發(fā)展的同時,也還存在著許多問題,難以再適應(yīng)新時期下新海石化績效考核任務(wù)的需要。因此,構(gòu)建一種新型的績效考核體系,以滿足公司當(dāng)前績效考核的需要是新海石化公司目前的首要任務(wù)。本文總結(jié)了國內(nèi)外關(guān)于績效考核的研究現(xiàn)狀,介紹了績效考核的方法、內(nèi)容及原則,并針對新海石化已有的績效考核體系進(jìn)行深入分析,指出了其存在的不足。為了解決新海石化傳統(tǒng)績效考核指標(biāo)體系存在的問題,本文根據(jù)新海石化公司處室、車間的工作性質(zhì)及要求,從車間、處室及員工三個層面對新海石化公司的績效考核體系加以研究設(shè)計。本文在設(shè)計新指標(biāo)體系過程中,主要根據(jù)車間、處室的各項關(guān)鍵指標(biāo)來設(shè)計處室、車間及員工的績效考核指標(biāo)體系。為了檢驗文章新設(shè)計的績效考核體系的有效性,本文運用新海石化公司最近一月的數(shù)據(jù)進(jìn)行驗證。績效考核的結(jié)果表明,新設(shè)計的績效考核體系能夠明顯區(qū)分各處室、車間及員工個體間的綜合績效,達(dá)到了預(yù)期的效果。此外,文章最后對新海石化公司績效考核結(jié)果的實施與應(yīng)用部分也給出了相應(yīng)的建議,制定了新海石化公司績效考核結(jié)果兌現(xiàn)規(guī)則,提出從績效獎金、崗位晉級方面實施績效考核結(jié)果。
[Abstract]:In China's petrochemical industry, state-owned enterprises have been in a monopoly position, private petrochemical enterprises have been in a weak position. How to make the company run efficiently and develop rapidly in competition with large state-owned enterprises such as PetroChina Sinopec and Sinopec has become the primary consideration of private petrochemical companies such as Xinhai Petrochemical Co. It is the key to solve the current problems to establish a performance appraisal system in line with the modern enterprise management system. Xinhai Petrochemical Company has gradually formed the concept of performance appraisal in the development of the past years. The traditional performance appraisal not only promotes the rapid development of Xinhai Petrochemical Company, but also has many problems, which makes it difficult to adapt to the task of performance appraisal of Xinhai Petrochemical Company in the new period. Therefore, it is the primary task of Xinhai Petrochemical Company to construct a new performance appraisal system to meet the needs of current performance appraisal. This paper summarizes the research status of performance appraisal at home and abroad, introduces the methods, contents and principles of performance appraisal, and analyzes the existing performance appraisal system in Xinhai Petrochemical Co., Ltd, and points out its shortcomings. In order to solve the problems existing in the traditional performance appraisal index system of Xinhai Petrochemical Company, according to the working nature and requirements of the department and workshop of Xinhai Petrochemical Company, this paper starts from the workshop, The performance appraisal system of Xinhai Petrochemical Company is studied and designed at three levels of office and staff. In the process of designing the new index system, this paper mainly designs the performance evaluation index system of the department, workshop and staff according to the key indexes of the workshop and the department. In order to test the effectiveness of the newly designed performance appraisal system, this paper uses the data of Xinhai Petrochemical Company in January. The results of performance appraisal show that the new performance appraisal system can clearly distinguish the comprehensive performance among departments, workshops and employees, and achieve the desired results. In addition, the implementation and application part of the performance appraisal results of Xinhai Petrochemical Company is put forward in the end, and the rules of performance appraisal result are established, and the performance bonus is put forward. Post promotion implementation of performance appraisal results.
【學(xué)位授予單位】：天津大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F272.92;F426.72

【引證文獻(xiàn)】

相關(guān)碩士學(xué)位論文 前2條

1 徐奎;LN公司績效考核優(yōu)化研究[D];蘭州交通大學(xué);2017年

2 張楠;ZX公司績效考核優(yōu)化研究[D];東北石油大學(xué);2016年

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本文編號：2354696